brand culture

How To Transform Your Brand Into a Movement

Digital technology has changed marketing to such an extent that most brands still struggle to adapt. What once was a massive land war in which the biggest army had a distinct advantage, has become more like a guerrilla insurgency. To win now, you have to own the villages.

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Brand Leadership by Brand Council

“Who should own the brand?” Mitch Joel, digital marketing guru and founder of the agency Twist Image, recently posed this question to me during an interview on his podcast about my book What Great Brands Do (take a listen to the podcast here — it’s one of my favorite interviews). 

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Connect Internal Culture to External Cultural Movements

From What Great Brands Do: By connecting internal culture to broader cultural movements, great brands create futures in which they thrive and grow.

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If Your Employees Don’t Understand Your Brand, How Will Your Customers?

The other day I was meeting with the executive team of a growing retail chain, a prospective client. The conversation turned to the brand tagline and as the Chief Executive Officer began to explain how the tagline came to be, it became clear that no on around the table had ever heard the explanation before.

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An Interview With Denise Lee Yohn, Author of WHAT GREAT BRANDS DO

Do you know what great brands do? 

I first met Denise Lee Yohn in person when she spoke at the inaugural CXPA SoCal Local Networking Event in the fall of 2012. She spoke about good brands and great brands, and likened the difference between the two to the difference between failure and success. Great brands reap so many benefits, including: increased sales, higher profit margins, lower costs, greater customer loyalty, and higher market valuation.

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Google - the Flexible Brand, Part III

(This is the third and final post in a series about Google, the flexible brand.  My first two posts covered the ways in which Google has traded rules for flexibility in its branding and brand architecture.  Now I turn to the reason behind Google’s approach.)
The practice of brand-building is guided by proven principles – but, as the adage goes, rules are made to be broken.  And in Google’s case, it’s breaking rules for very good reason.
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Google - the Flexible Brand, Part II

This is the second installment in this series on Google, the flexible brand.  In yesterday’s post, I discussed how Google challenges branding conventions with its logo.)
A well-designed, well-implemented brand architecture has provided a solid foundation for many companies.  Google is no exception – well, except that its brand architecture strategy seems quite unconventional.

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Google - the Flexible Brand, Part I

(This is the first of a 3-part series on Google’s unconventional approach to brand-building.)
Google has become one of the world’s greatest brands and it’s done so despite breaking all the branding rules.  Common wisdom says that to build a strong brand you need to present your brand in a tightly focused, steadfast manner.  But Google has traded consistency for creativity with its brand.  In fact it seems to be practicing an entirely new brand-building philosophy:  flexible brand-building.
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Employees Can Be Raving Fans, Too!

On Tuesday, I wrote about cult brands from the customer perspective. Today, my focus is on a view from the inside, from the employee perspective. What is the employee's contribution or impact on creating a cult brand? (Given my recent push for focusing on the employee first, this follow-up perspective should be no surprise!) Can employees become raving fans? A simple answer is this: Yes; employees are your "customers" (albeit internal), too!

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